Why is it important to build a learning organization? by Laurie Carey, CEO of We Connect the Dots

00:04:25
https://www.youtube.com/watch?v=j1xE3x9_AP0

摘要

TLDRThe emphasis of the video is on creating a learning organization to drive innovation. Innovation is crucial for adapting to continuous changes in the environment, requiring constant learning to achieve continuous improvement or "Kaizen." A learning organization benefits from diverse learning experiences allowing varied perspectives. This is supported by understanding behavioral science, managing behavioral change, and fostering leadership and team building through coaching. The video gives an example of traffic circles versus traditional traffic lights to illustrate creating behavioral changes effectively. The coaching approach encourages problem-solving and self-empowerment in teams, moving away from directive leadership to fostering independent thinking and innovation.

心得

  • 🔄 Continuous improvement (Kaizen) is key to innovation.
  • 🧠 Understanding neuroscience and behavior helps drive meaningful change.
  • 📊 Diverse learning styles enrich organizational learning.
  • 🌀 Traffic circles create better behavior change than lights.
  • 🤔 Encouraging deep thinking empowers team members.
  • 👨‍🏫 Coaching is crucial for leadership and team growth.
  • 💡 Asking cognitive questions fosters independent thinking.
  • 🌐 A coaching culture supports organizational success.
  • 🎯 Strategic decision-making benefits from experimentation.
  • 🚦 Innovation requires restructuring processes like traffic control.

时间轴

  • 00:00:00 - 00:04:25

    The speaker discusses the importance of building a learning organization to drive innovation, emphasizing that continuous improvement (Kaizen) is crucial. A learning organization allows constant adaptation, leveraging diverse experiences and behaviors, which is vital given the fast-paced technological and neuroscience advancements. These enable new perspectives and solutions for creating long-term impacts. They warn against hastily implemented ideas that might have adverse effects, such as increased accidents caused by traditional traffic lights. The transition to traffic circles is highlighted as an example of effective behavior change.

思维导图

Mind Map

常见问题

  • What is Kaizen?

    Kaizen is a Japanese term for continuous improvement.

  • Why is learning important for innovation?

    Continuous learning is crucial for innovation as it drives improvement and adaptation in a changing environment.

  • How can businesses benefit from understanding behavioral science?

    Understanding behavioral science helps businesses to create and change behaviors effectively, leading to more meaningful innovations.

  • What role does coaching play in building a learning organization?

    Coaching helps individuals in an organization to think critically, solve their own problems, and foster a culture of continuous improvement.

  • How do traffic circles illustrate the concept of behavioral change?

    Traffic circles inherently require drivers to slow down, altering behavior more effectively than traditional traffic lights, which can encourage speeding.

  • What is a coaching culture?

    A coaching culture empowers team members to think independently and make improvements by encouraging open dialogue and critical thinking.

查看更多视频摘要

即时访问由人工智能支持的免费 YouTube 视频摘要！
字幕
en
自动滚动:
  • 00:00:02
    why do you think it's important to build
  • 00:00:06
    a learning organization if you want to
  • 00:00:09
    innovate and I'll talk about the
  • 00:00:10
    innovation is key right if you're doing
  • 00:00:12
    that if if things are not evolving and
  • 00:00:14
    shifting and changing and then maybe new
  • 00:00:16
    knowledge isn't needed but if you're you
  • 00:00:18
    know and that's just not reality I can't
  • 00:00:20
    I can't think of one business that would
  • 00:00:22
    would be in that world right so so if
  • 00:00:24
    you look at where we are and where we've
  • 00:00:26
    been you need to learn constantly
  • 00:00:28
    because if you don't learn how can you
  • 00:00:30
    make things better so my favorite word
  • 00:00:33
    is Kay Kyser
  • 00:00:34
    so Kay's on it is a Japanese word for
  • 00:00:36
    continuous improvement right and I love
  • 00:00:39
    that and that's probably one of my
  • 00:00:40
    mantras is that you know continuous
  • 00:00:42
    improvement and I teach my children that
  • 00:00:43
    so how do you the only way to
  • 00:00:45
    continuously improve is to learn right
  • 00:00:48
    so we and we need to learn what we're
  • 00:00:51
    work that it what interests us right and
  • 00:00:53
    and then and those varying learning
  • 00:00:55
    experiences can help in that that's
  • 00:00:58
    where the diversity comes in right so
  • 00:00:59
    learning behavior styles right that's
  • 00:01:01
    important and because of the technology
  • 00:01:03
    evolution and what we know more about
  • 00:01:06
    neuroscience and our brains and how we
  • 00:01:08
    behave we can now look at things
  • 00:01:11
    differently so if we want to do
  • 00:01:13
    something to change people's lives or we
  • 00:01:16
    want to create something that that
  • 00:01:17
    brings value are we looking at the what
  • 00:01:20
    the impact is long-term are we looking
  • 00:01:22
    at the behavior we're trying to create
  • 00:01:24
    right or or we could create something
  • 00:01:27
    what behavior are we looking at that may
  • 00:01:29
    impact as a result of doing this because
  • 00:01:31
    I think sometimes we don't think things
  • 00:01:33
    through
  • 00:01:33
    right and we create something and and
  • 00:01:36
    then we end up seeing okay wait that
  • 00:01:38
    wasn't a good idea and it's too late
  • 00:01:41
    right it's already here and so we didn't
  • 00:01:43
    maybe if we thought a little bit more
  • 00:01:44
    about it and did some a little
  • 00:01:46
    experimenting on it and to see what the
  • 00:01:48
    long-term impacts were before we make
  • 00:01:49
    these big decisions might have benefit
  • 00:01:52
    everybody and I'll use the traffic light
  • 00:01:54
    as an example you know traffic lights
  • 00:01:56
    are interesting but if you put a traffic
  • 00:01:58
    circle in the behavior you create it's
  • 00:02:00
    very different from a traffic light that
  • 00:02:02
    you put in that's red and green and
  • 00:02:03
    yellow right especially in a very rural
  • 00:02:04
    area where people just going off and you
  • 00:02:07
    know you get you get you when you're
  • 00:02:09
    teaching your child to drive I've heard
  • 00:02:11
    parents say this and children say this
  • 00:02:13
    is that yellow beads go faster right so
  • 00:02:16
    it's running the light not slowed down
  • 00:02:18
    right and so if you go through a traffic
  • 00:02:20
    circle you have to slow down you can't
  • 00:02:23
    go fast so the red light green lights
  • 00:02:26
    great concept but is it really helping
  • 00:02:28
    us it's causing more accidents and now
  • 00:02:31
    you're seeing that evolution and I'm
  • 00:02:32
    seeing it in my communities where they
  • 00:02:33
    were taking out traffic lights and
  • 00:02:35
    putting in circles because they know
  • 00:02:37
    that it makes people do the right thing
  • 00:02:40
    so if you want to create and change
  • 00:02:42
    behavior and you want to innovate your
  • 00:02:44
    business you need to teach people what
  • 00:02:46
    it means teach them behavioral science
  • 00:02:48
    teach them a team building and
  • 00:02:51
    leadership and coaching coaching is so
  • 00:02:53
    important I think that every leader
  • 00:02:55
    should be have a coach and to make sure
  • 00:02:58
    that all their teams have coaches or or
  • 00:03:00
    critical ting style or a coaching
  • 00:03:02
    culture I believe that you know you can
  • 00:03:04
    create coaching cultures in an
  • 00:03:05
    organization and I've done that and it's
  • 00:03:09
    pretty amazing what it does if you can
  • 00:03:10
    cuz leadership saying you should do this
  • 00:03:13
    is is naturally our brain says now maybe
  • 00:03:16
    I shouldn't do that okay so because
  • 00:03:18
    that's how we're designed right our
  • 00:03:19
    minds our desire bodies our brain is
  • 00:03:22
    designed to protect us and so naturally
  • 00:03:24
    when somebody says something to you that
  • 00:03:26
    you don't really necessarily agree with
  • 00:03:27
    her believe in depending on your
  • 00:03:29
    personality you may go up no I'm not
  • 00:03:31
    gonna do that I don't want to go in that
  • 00:03:32
    direction
  • 00:03:33
    whereas if you ask cognitive questions
  • 00:03:35
    and you get somebody really thinking
  • 00:03:36
    about what it is you're trying to solve
  • 00:03:38
    and getting and asking them deep
  • 00:03:39
    thinking questions so they start to go
  • 00:03:41
    back to their own mind and think about
  • 00:03:43
    how they solve that problem they'll stop
  • 00:03:45
    coming to you eventually because they'll
  • 00:03:46
    start to think about how I can be self
  • 00:03:48
    empowered to come up with my own
  • 00:03:50
    insights and spend some time thinking or
  • 00:03:52
    even sound boarding right instead of
  • 00:03:54
    having you somebody come in your office
  • 00:03:56
    and say I need to tell me how to do this
  • 00:03:57
    you can say I'd like to bounce this off
  • 00:03:59
    of you right can i bounce an idea off
  • 00:04:01
    you or not thought of you and and then
  • 00:04:02
    you can listen be present and listen to
  • 00:04:05
    that person so you can really understand
  • 00:04:07
    where they're coming from and how can
  • 00:04:09
    you get them into deeper thought so they
  • 00:04:11
    can solve their own problems and doing
  • 00:04:13
    that on teams and teaching them those
  • 00:04:15
    techniques can be amazing for an
  • 00:04:17
    organization
标签
  • Learning Organization
  • Innovation
  • Continuous Improvement
  • Kaizen
  • Behavioral Science
  • Coaching
  • Leadership